Biz Builder Mike

Biz Builder Mike

Biz Builder Mike is all about New World Marketing,,, Whats New world Marketing?

“You can’t sail today’s boat on yesterday’s wind.”

Well,,We help Entrepreneurs Gain a voice and grow market share through the use of technically advanced web assets,,, What are technically advanced web assets?

Well things like, CRM, ERP and EMM these are the same tools that Amazon, Staples, Apple and Walmart used to become the worlds largest online retailers. Historically Entrepreneurs have not had the budget, the time or the man power to develop and use tools like these. The truth of the matter is, Entrepreneurs need tools like these to become the power houses they need to be.

Companies like Amazon and Apple have thrived in a world of commoditization and shrinking margins because of the care they’ve shown to their customers. But managing customer experience isn’t just about high-touch stores and Mayday Buttons. It’s about engaging users on a regular basis, building context, and servicing that relationship by matching the right message on the right channel to the right person. Increasingly, those messages and channels demand something more contextual and immediate. Just-in-time communications are no longer optional, and the proper execution of a messaging strategy is essential to customer satisfaction.

As we shift from general-purpose tools like email and audio calls to purpose-specific communication, short messaging (in one form or another) is becoming more important. In the person-to-person (P2P) market, the choices are clear, with SMS and over-the-top (OTT) channels such as WhatsApp owning the market. But as we begin to connect billions of devices and smartphones continue to displace feature phones, application-to-person (A2P) communications will dominate. To prepare for this shift, executives and product developers must understand A2P relationships and extend their service channel strategy to meet the different needs they create,

The A2P market is much more complicated, and continuing to evolve. Currently, application developers must support a device spectrum from feature phones to smartphones and tablets, ensuring accurate, timely delivery across a variety of networks. In the near future, they will also have to support A2P messaging from a much wider range of devices, many of which will features and power of smartphones. A solid messaging program requires multidisciplinary consideration, and operations, development, and business strategists must work in concert.

The Four New Breeds of Entrepreneurs

To run a successful start-up, figure out if you’re a diamond, a star, a transformer or a rocket ship.

The business world pulses with talk of change these days, and most of the chatter revolves around starting something new. Want to be successful? Get thee a hoodie and find a garage.

But the big problem isn’t managing to launch something new—it’s getting bogged down once you do. You seed a new initiative at your company but can’t spread it companywide. You get a product off the kitchen table but struggle to find new customers. You launch a social enterprise but don’t know how to sustain it. As soon as you leave the garage, you run smack into oncoming traffic.

What’s the best way to get unstuck? Look in the mirror and evaluate your own strengths and weaknesses. I’ve worked with many entrepreneurs over the years and have found that they often fall into one of four categories. The key is to know yourself.


Diamonds are charismatic evangelists who aim to revolutionize people’s lives. When they succeed, they’re game-changers. But when they fail, it can be messy and dramatic. Diamonds are brilliant, but it’s often all about them.

Mark Zuckerberg and Ted Turner fall into this category, but the ultimate diamond wasSteve Jobs. At every stage of his career, Jobs bent reality to fit his vision. But that conviction meant that he often tuned out others and was unwilling to share the spotlight. A diamond is rarely an employee’s best friend.

Diamonds need to listen to learn. You may have vision, but you need the input of others. If you can’t take criticism, you won’t uncover problems.

And don’t forget to share your success. Building a team isn’t enough; distribute the credit and the spoils.


Dynamic trendsetters with big personalities, stars instinctively know what’s coming next. When stars go big, they can go global. But they’re often mercurial, one-person shows. Think Richard Branson, Estée Lauder, Martha Stewart and Jay Z.

Lance Armstrong is a great example. He built the Lance Armstrong Foundation, with its ubiquitous yellow wristbands, into one of the world’s most recognizable nonprofits. But when doping allegations erupted, donations plummeted. Live by the star, die by the star.

To avoid that plight, stars must ensure that their organization delivers on the promise of their personality. Make sure someone is minding the “boring” things like operations and customer service. Also, beware flattery. Look for people who complement your strengths, not just ones who compliment you.



Transformers are catalysts for social and cultural change—like Howard Schultz or Anita Roddick. They typically operate in old-line industries but aspire to modernize them. Change-making is admirable, but can it last?

In 1984, Roxanne Quimby, a single mom hitchhiking in Maine, was picked up by Burt Shavitz, a local beekeeper. The two became lovers, and Ms. Quimby started selling lip balm made from leftover beeswax. Soon Burt’s Bees was generating $3 million a year; it later sold to Clorox for $925 million.

But even as Ms. Quimby and Mr. Shavitz were revolutionizing a staid industry, their relationship failed. Ms. Quimby took flak for keeping most of the money, and loyalists complained about a corporate takeover of the “Earth-friendly” business. Transformers can be forward-thinking, but their innovations often fade.

Transformers need to consider these preventative measures: Make your strategy as compelling as your mission. Innovation isn’t enough; you also need strong implementation to deliver on your ideals. And mind the facts. Change-makers who focus on social goals often dismiss pesky data. You can’t change the world if your numbers don’t add up.

Rocket Ships

Brilliant tinkerers who aspire to make their endeavors cheaper, faster and more efficient, rocket ships succeed using analytics but often stumble by failing to get creative.

Jeff Bezos is the quintessential rocket ship. When deciding whether to leave Wall Street for the Web, he created what he called a “regret minimization framework” to reduce his chances of second thoughts. At Amazon, he has worshiped data and efficiency, and departments hold weekly “metrics meetings.”

Other exemplars of this temperament include Bill Gates, Michael Dell and Michael Bloomberg. Rocket ships have formidable minds, but sometimes their narrow focus gives others a headache.

Rocket ships need to be able to look beyond the numbers sometimes. Qualitative feedback may feel anecdotal, but it reveals insights that data may miss. And though emotions might not be quantifiable, they matter. If you aren’t comfortable getting outside your head, surround yourself with people who are.

There is nothing absolute about these four profile types, but when entrepreneurs learn them, I’ve seen change. The lesson is clear: To succeed, don’t pick a hero to emulate. Figure out your own tendencies, play up your strengths and be aware of your weaknesses. The first step to going big is to know yourself.

—Ms. Rottenberg is chief executive of Endeavor, a nonprofit that supports new businesses, and the author of “Crazy Is a Compliment: The Power of Zigging When Everyone Else Zags,” published Oct. 2 by Portfolio/Penguin.

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